Preface
Quality Assurance of Overseas Collaborative Provision
The Quality Assurance Agency for Higher Education (QAA) was established in 1997 to promote public confidence that the quality of provision and standards of awards in higher education offered by UK institutions are being safeguarded and enhanced. As part of its activity, QAA undertakes regular academic quality audits of individual institutions to review the operation and effectiveness of arrangements for assuring quality and standards. A brief guide to the various quality assurance processes operating in UK higher education is available from QAA on request.
Quality audits also cover the arrangements which institutions use to assure the quality and standards of their awards and programmes offered in collaboration with other partners, both within and outside the UK. As part of this process, QAA audit teams visit overseas partners of UK institutions so that the same enquiries can be made about how the quality and standards of UK awards and programmes offered to students outside the UK are safeguarded, as are made of UK-based provision. This initiative is designed to help provide enhanced confidence in the work of British universities and colleges operating outside the UK.
QAA's audits of overseas partnerships use as their main reference point the Code of Practice for Overseas Collaborative Provision in Higher Education (2nd edition, 1996) which was published by the former Higher Education Quality Council (HEQC) and which QAA has endorsed for the purpose of the current programme of visits. This offers guidance on good practice, and a framework within which institutions can review and consider their current and future activities. The Code of Practice has been widely welcomed by universities and colleges. While UK institutions participating in the programme have not been narrowly 'measured' against the Code, (which is not intended to be a definitive check list), their experience of using it, and the findings from the overseas visits in general, will contribute to its revision and further development.
This report is published following an overseas audit programme to Israel undertaken in the spring of 1998 which looked at collaborative arrangements between several UK institutions and their overseas partners. It should be read in conjunction with QAA's (and, where appropriate, the former HEQC's) published audit report(s) on the UK university or college concerned, details of which can be found in this report.
The UK universities and colleges which participated in this overseas audit programme did so voluntarily and with the agreement of their overseas partners. Their collaborative links cover between them a range of programmes and subjects, levels of award and different forms of institutional partnership, involving a mix of partners from small, privately funded organisations to large, publicly funded universities.
Introduction
1 This is the report of an audit carried out by the Quality Assurance
Agency for Higher Education (QAA), of the quality assurance arrangements
for a partnership between the University of Derby (also referred to as
'the University' or 'Derby') and INTER College (also referred to as 'the
College'), of Tel Aviv, Israel for the purpose of offering programmes of
study in Israel leading to the awards of the University; in particular
undergraduate awards in Management Studies and the MEd award.
2 The audit of this partnership was one of seven undertaken in the spring of 1998, covering a range of collaborative partnerships which UK higher education institutions have established in Israel. In every case visits were made to both the UK and partner institutions. Further information about quality audit and QAA is contained in the preface at the beginning of this report.
3 The general quality assurance arrangements of the University were the subject of an academic quality audit undertaken by the Higher Education Quality Council, and published in a report in 1995. This report included the University's collaborative provision.
4 The Agency is grateful to the staff and students of the University, and of INTER College, for their assistance and their co-operation with the audit team.
The audit process
5 Prior to the audit visit the University provided QAA with briefing
documents comprising a description of the University's process for the
validation and delivery of award-bearing courses overseas. The audit team
requested a number of supplementary documents concerned with the relationship,
including a listing of the approved Study Centres; memoranda of agreement
with the agents; external examiner appointment procedures; and an example
of the process by which staff external to the University receive accredited
lecturer status.
6 Members of the audit team visited the University of Derby on 10 February 1998. Discussions took place between members of the team and a number of University staff, including the Pro Vice-Chancellor (Academic), the Director of International Strategy, the Director of University Programmes in Israel, the Dean of Quality Development, the Deputy Academic Registrar (Students), School Quality Managers, academic leaders of the programmes concerned, and the two School Liaison Tutors, together with certain administrative staff involved in the approval and development of the link. The team also met the Vice-Chancellor, who was taking a close strategic interest in the project, given its impact on the University. The University made helpful arrangements for the meetings with its partner institution and the team attended INTER College itself on 8 March 1998 and its Study Centre in Jerusalem on 27 February 1998. Discussions were held with some 22 people, including the General Manager, the Financial Director (who was also part of Campus Studies Ltd - see below), the Director of Academic Quality, the Director of Studies (Education), the Director of Studies (Business & Management), Programme Leaders and teaching staff and students from the different disciplines.
7 The audit team comprised Dr S Jackson, Professor D J Murray, Professor D R Webb, auditors and Mr D C Attwood, audit secretary. The audit was co-ordinated for QAA by Miss A R Hynes, Assistant Director, Institutional Review Directorate, who accompanied the team to Israel.
The audit context - Israel
8 The period of preparation for the audit and subsequent visit to
Israel coincided with discussion of changes to the law governing higher
education in Israel. An amendment to the law was enacted in February 1998
and this altered the licensing and accrediting powers of the Israel Council
for Higher Education. QAA understood that the amendment made to the law
further empowered the Israel Council for Higher Education and altered what
had been an advisory relationship with regard to some educational activities
of foreign universities in Israel into one of a regulatory authority. It
was explained that these changes were designed to address internal concerns
about the activities of non-Israeli universities which were offering higher
educational provision within Israel. The period to which this audit was
addressed was prior to the amending legislation coming into operation.
9 In the course of its enquiries the audit team had regard to paragraph 10 in the HEQC Code of Practice for Overseas Collaborative Provision in Higher Education, 1996, where it is stated that 'students and applicants should be clearly informed whether or not the award for which they wish to register has been given official recognition…'. Prior to February 1998, institutions from outside Israel conferring degrees on the basis of study undertaken at a partner institution in Israel could, at their discretion, seek a form of approval from the Council for Higher Education. In the group of institutions visited by QAA in Israel, practice on this matter varied. Therefore, reflecting the Code, the team based its enquiries around what was stated to applicants and to students.
Matters given consideration in the audit
The University context
10 The University has indicated that its involvement in Israel is in line with its stated strategic objectives of providing innovative and accessible educational opportunities and promoting life-long learning. In November 1997 the University's Academic Board approved an international strategy policy document which set out a revised framework for the development and management of overseas activity. The document identifies the University's intention to develop opportunities for overseas activity within the context of a clearly defined set of institutional objectives, including a commitment that all activities will operate 'to a University Quality Standard and within the University Quality Framework for international collaborative developments'.
11 All of the University's programmes of study operate within the framework of its Academic Regulations. Further guidance on arrangements for the quality assurance of collaborative projects, both within the UK and overseas, is contained within the University's manual, Academic Quality Assurance Procedures. This states that the principles and procedures which govern collaborative activity are intended to secure the Academic Board's Principles of Quality Assurance for the Establishment of Collaborative Initiatives with Other Organisations, which were agreed in May 1997. These in turn have been derived from the Higher Education Quality Council's Guidelines on Quality Assurance in Collaborative Projects (1996). The manual provides information and guidance on the University's requirements for the establishment of a collaborative project, including procedures for approval of franchised programmes and their specification in a Collaborative Arrangements Document.
12 Further information is provided in the University's Procedural Guide for the Administration of Overseas Provision which includes guidance on monitoring and evaluation, external examining, the recruitment and admission of students, enrolment and registration, student status, assessment practice and certificates and transcripts.
13 The initial proposal for the development of a collaborative link in
Israel came from the Dean of the School of Education and Social Science,
and much of the early development work was conducted within the School
with approval from the University's Directorate. However, as the potential
scale of the relationship became apparent, and the volume of activity increased
(from about 200 students to potentially over 2,000), the University took
a strategic decision to change its organisational arrangements. The University
recognised the importance of locating responsibility for the partnership
firmly within its management structure and has subsequently endeavoured
to achieve an appropriate distribution of responsibilities between Schools
and support services (see below, paragraph 28).
The background to the partnership
14 The University's involvement with the INTER College Ltd began in 1996 as a result of an initiative by Campus Studies Ltd. The INTER College is registered as a non-profit making organisation under Israeli law and was founded by a consortium comprising Campus Studies Ltd (an educational agency involved in providing overseas educational opportunities for Israeli students), and AFIK College (a private independent centre of continuing education). INTER College has an agreement to use the campus of EFAL Seminar, Tel Aviv, which is a public College owned by the United Kibbutz movement. The consortium was established specifically for the purpose of facilitating the franchise of the University of Derby's Master of Education (Continuing Professional Development) degree programme. Campus Studies Ltd also has partnership arrangements with the Tomashin Group, a group of companies specialising in tutoring students up to university entrance and various in-service education activities.
15 INTER College offers Derby programmes at EFAL Seminar, and also operates through a network of study support centres in various locations in Israel. At the time of the audit visit there were six study support centres in operation. The policy of regional delivery is integral to the strategic plan of INTER College, which is committed to offering educational opportunities to those who have traditionally found it difficult to gain access to the Israeli higher education system. The Centres are intended to provide an environment 'appropriate for the delivery of modules and programmes of the University and a foundation of learning on which directed and self-directed learning can be undertaken'.
16 The College operates on a trimester structure for the academic year,
each trimester lasting fifteen weeks. There are three entry points for
programmes at the beginning of each trimester (in February, June and October).
The MEd (CPD) began in February 1997, the MBA and BA (Hons) Management
level 3 top-up programme in June 1997, and the BA (Hons) Management Studies
and MA Human Resource Management in October 1997. The operation of a trimester
structure provides the opportunity for students to complete their studies
at a faster pace than those at the University of Derby, which has a two-semester
year.
17 The University of Derby signed an agreement with INTER College Ltd in February 1997 for the delivery of the MEd (CPD). In June 1997 a further agreement was signed to cover undergraduate programmes in Management, Enterprise Management, Hospitality Management, and Tourism, and masters programmes in Business Administration (MBA), Marketing Management, Manufacturing Management, Tourism Management and Human Resource Management. Not all of these programmes are currently being run.
18 Under the terms and conditions of these agreements, the University's operation at INTER College is described as representing a 'branch' of the University of Derby in Israel and the model adopted is one of an extension college related to the parent institution. The University has stated its intention to integrate the organisation at INTER College within its internal framework. The model includes the appointment, through INTER College, of directors of studies responsible for cognate areas of study (eg Education, Business and Management). These directors of studies relate immediately to senior managers in each of the relevant schools, but they also have a direct reporting line to the Director of University Programmes in Israel. The University has also decided to replicate the principal aspects of the University's management structure within the College, including the establishment of an Academic Council. The role of the Council equates to the University's Academic Quality Committee to which it reports (see below, paragraph 44).
19 The current agreement between the University and the College includes provision for the College to offer programmes additional to those currently approved, including management programmes in enterprise, hospitality, tourism and manufacturing. The team learnt that the College was eager to progress some of these developments, particularly the programmes in tourism, which are scheduled for consideration for validation in the near future, with the expectation of recruiting students for the start of the October 1998 trimester.
20 The memorandum of agreement includes a commitment from the University to explore possible future developments in sub-degree level work, programmes in leadership education, publication of learning support materials (including multimedia materials), short courses for executives and the establishment of an Art College. The College management is also considering programmes in health and community studies. In discussions with senior staff at the College, the audit team learnt that there was significant scope for the development of such opportunities in Israel and that the involvement of Campus Studies Ltd had allowed the College to develop a good understanding of the current educational market. The team was told that some of the proposed initiatives would open up educational chances to groups who have previously been under-represented in higher education in Israel. In addition the College was keen to extend its study centre provision into localities where educational provision was currently limited.
21 The University may wish to consider the impact of this development activity,
and the possible timescale of its implementation, in the context of the
priorities established for its own strategic plan. If the scale of the
operation in Israel increases significantly the University may find it
advisable, in the view of the audit team, to consider further modifications
to its existing arrangements for controlling and managing its programmes
in Israel, in order to secure the quality of the student experience and
safeguard the standards of its academic provision. In this context the
team noted that the memorandum of understanding 'allows for a thorough
review of the contractual relationship within the next 12 months in order
to establish a new basis for a longer term strategic relationship'. The
team would encourage the University to take this opportunity to reassure
itself that its management arrangements and quality assurance procedures
are sufficiently robust to accommodate future change. Further expansion
of the University's work in Israel should be conditional upon a clear understanding
that the quality of its present scale of activity can be fully assured
and maintained.
Initial approval and validation processes
22 The University's procedures for the validation and approval of new programmes of study are detailed in Academic Quality Assurance Procedures (July 1997). Additional information is provided in the Procedural Guide for the Administration of Overseas Provision. The University's policy is that for collaborative arrangements with partner institutions which are 'not recognised higher education institutions within the European Union and certain other countries', the procedures should involve a two stage process: an institutional quality audit and a franchise validation event. The institutional audit seeks to 'establish that all the necessary institutional conditions for the successful recruitment of students, for the delivery of the programme(s) and the maintenance of the standards of any awards, are, or will be, in place before the commencement of the programmes'.
23 A combined institutional audit and franchise validation for the MEd (CPD) programme was conducted in Tel Aviv in November 1996. Approval was granted to proceed on the understanding that various conditions were fulfilled before the start of the programme. The Business Studies programmes received approval at events held in June and October 1997. The team noted that in the case of the BA programme in Management Studies and the MA in Marketing Management, this had resulted in approval being granted only for a single cohort, and in the case of the MEd (CPD) a requirement to review the programme after the first year of operation. All events had resulted in conditions, some of which could not be implemented in the time available prior to the start of the programmes. The University may wish to consider the desirability of an early review of all programmes in operation to assure itself that the requirements identified at the time of validation have been fully implemented, and that programmes are operating fully within the terms of their approval. The University may also wish to review the timing of validation events to ensure adequate opportunities for meeting conditions of approval prior to the enrolment of students.
24 In the period of programme development and approval, between the initial contact and the time of the audit, the University had also developed its internal infrastructure in relation to its partner. It attempted to integrate the operation and management of the link more firmly within its senior management and Schools structure and now describes the work in Israel as a major University `Project'. A Director of University Programmes in Israel has been appointed, reporting directly to a Pro Vice-Chancellor and with specific responsibilities 'for overall co-ordination of all programmes and activities delivered through INTER College...and for the structures, systems and processes of Quality Assurance and control in Israel'. The division of responsibility between the Director and the participating Schools has been clarified, with the Schools essentially retaining responsibility for operational matters, such as arrangements for programme validation, approval and review, recruitment, delivery, assessment, monitoring and evaluation, resources and staff appointment. The Schools Project Managers have a reporting line to the Director of Programmes in Israel. The Dean of Quality Development also provides guidance for the Director of Programmes in Israel on all matters relating to quality assurance arrangements.
25 The Deputy Academic Registrar (Students) has been seconded to the project as the Israel Project Administrator with a brief to develop an 'efficient and effective administrative infrastructure' to support the initiative and to act as the key administrative contact for partners in Israel. Additional support for the project is provided by the International Office which has responsibility for the implementation of the University's International Strategy.
26 Each School involved in the project has also appointed a School Project Manager, (initially described as a Liaison Tutor), with specific responsibility for the day-to-day management of activities and who acts as the primary point of contact for College staff. School Project Managers divide their time between the University and INTER College and act as the principal representatives of the University in Israel. The two School Project Managers told the team that they normally spent two weeks each month in Israel.
27 Liaison between the wide range of those involved in the oversight of the project has been achieved by the establishment of two groups: an INTER College Management Group and an INTER College Operations Group. The Management Group includes amongst its membership all the senior managers at Derby involved in the partnership, and focuses on matters relating to institutional strategic planning, development and resourcing. The Operations Group provides 'a forum for sharing, on a cross-School basis, operational issues related to Programme implementation and reports to the Management group'. In the light of experience, the University decided in January 1998 to merge these two groups, in order to achieve a closer link between strategy and operations.
28 In addition, the University has established a Project Executive Group in Israel which includes the Director of University Programmes in Israel (Chair), the Deputy Academic Registrar (Students), the senior managers from the College, and School Project Managers. It meets on a monthly basis and considers matters relating to the academic programmes, including staff development requirements.
29 The audit team noted the importance that the University and the College attached to the establishment of systems of regular communication and operational management via the meeting structures and, the team was told, daily contact by e-mail and fax. These structures appeared helpful during the initial phase of the project, particularly in achieving the University's objective of embedding an explicit Derby University approach and methodology in the operation of the programmes and delivery of the student experience. Given the early stage of the partnership, the team was unsure whether, in practice, the structure would cope with the complexity of the operation the University was attempting to manage, or whether there was a risk of duplication and confusion. It appeared critical that the different component parts understood their particular role and remit, and operated to it. At the time of the visit, it did, however, seem to the team that a significant amount of mutual understanding had been generated through the time and effort expended in the initial phase. The team observed a clear commitment on the part of those concerned to make the project successful, to the benefit of the students concerned, and an awareness of the scale and importance of the work being done. The University will wish to monitor the effectiveness of these initial arrangements as they develop, and ensure, once the project is in a steady state, that they continue to be appropriate.
30 One of the conditions set by the validation panel which considered the BA (Hons) Management Studies, and the MA Marketing Management, was a requirement for a representative from the Derbyshire Business School to visit and approve the study support centres that would be used for the programmes. Consequently the University introduced procedures for approving all the study centres used by INTER College. These include a specification of the expected resources required for the support of teaching and learning at each centre. The procedures require a visit from a senior manager (or nominee) from the School whose programme is offered at each centre. A report from this visit is forwarded to the Dean of Quality Development at the University who advises the Franchise Approval Panel of the outcomes of the audit. Schools are required to monitor the continuing suitability of centres through visits by the School Project Managers.
31 The audit team was provided with evidence of this approval process for four study support centres, which had been conducted by the School Project Manager for the Derbyshire Business School. In addition, as part of its visit to INTER College, the team visited the Study Support Centre in Jerusalem and met staff responsible for its management. From the evidence provided the team was satisfied that the University's procedures for approving centres were well established, and that the University had taken steps to make sure that the centre not only provided an appropriate learning environment, but also a full range of administrative support for students studying through the centre with INTER college on Derby programmes.
32 A full response to the conditions for approval is contained within a Collaborative Arrangements Document for each of the programme areas. These documents act as the definitive 'operational reference' for the programmes, although they are subject to further revision as the detail of programme delivery is developed. The intention is to produce a 'working manual' from these documents which will provide the franchisee with a comprehensive guide to the operation of Derby programmes.
33 The Collaborative Arrangements Document for the Derbyshire Business School programmes recognises that a number of modules require contextualisation to have coherence and relevance to the Israeli Business environment. Consequently, some modules have been amended and incorporated as part of the revised documentation for approval. The audit team was informed that all amendments to programmes are considered by School Project Managers in the first instance. They are then referred to appropriate module leaders and progressed through established University procedures. From its discussions, the team learnt that staff at the College understood that the scope for amendment was limited and did not include any alterations to learning outcomes or assessment methods.
34 The audit team was able to observe that established University procedures
and regulatory structures were being applied and, including quality assurance
practices, were understood by staff at INTER College. The team would wish
to commend the University for the good practice of providing a clear and
specific regulatory framework for the operation of the partnership.
Language of instruction and assessment
35 The audit team understands that the language of instruction and assessment
for the programmes is normally Hebrew, although in some cases the delivery
and assessment is in English. The language of assessment is stated to be
the same as the language of delivery for each module. The College has accepted
responsibility for the translation of sample assignments, examination scripts
and dissertations for moderation by staff at the University and by external
examiners. The University requires at least one assignment or examination
script from each grade to be forwarded for moderation by relevant Derby
module leaders. In addition, for dissertations completed for the MEd (CPD)
programme, all `A' graded dissertations and all failures are to be translated.
External examiners are provided with both translated material and a sample
of work in Hebrew.
Arrangements for the admission of students
36 Overall responsibility for student entry to the programmes is taken by an Admissions and Scholarships Committee which includes the Director of Studies, the Head of Academic Affairs at EFAL College, a public official and a representative of INTER College. The Director of Studies (or nominated Admissions Tutor) is responsible for selection interviews, acceptance procedures and initial student guidance. School Project Managers have a responsibility, as representatives of the University, to ensure comparability of applicants between the franchise and the home programmes and may veto the registration of any candidate.
37 The Collaborative Arrangements Document for the Business Studies programmes states that students are required to demonstrate a level of proficiency in English adequate for studies at undergraduate and postgraduate levels. This is specified as equivalent to international tests such as IELTS (6.0/6.5) or TOEFL (550). Alternatively students need to provide evidence of previous higher education study in English or demonstrate competence through direct interview with an admissions tutor.
38 The audit team recognised the significance of the English requirement both in the context of programmes which contain a component delivered in English, and also by comparison to other Higher Education programmes in Israel which normally include an element of instruction in English Language. Discussions with students suggest that currently the College is requiring students to specify on application the level of proficiency in English, but it was not clear whether the requirements were explicitly stated or being systematically checked. The University may wish to monitor and confirm that its entrance requirements are being fully and demonstrably implemented with respect to this requirement.
39 Many students following business programmes have had former experience in employment which relates to their subject studies. At present there is no formal process for awarding credit for prior experiential learning, although the audit team was informed that in some cases students are permitted to submit assessments for modules without attending the taught sessions. The team was told that the University will consider prior certificated learning in appropriate areas in accordance with its established policy.
40 The University has a requirement that its admissions process is consistent
with the University's Equal Opportunities Policy and shall apply to 'all
individuals regardless of ethnic origin, religion, gender, age, socio-economic
background, sexual orientation or disability'. The College has produced
its own statement which endorses the University's position. The team learnt
that the management of the College is actively pursuing the policy in its
recruitment procedures and is currently considering ways of extending its
operations in areas currently under-represented in the higher education
sector in Israel.
Arrangements for programme monitoring and review
41 The University applies the same basic procedures for the monitoring and review of programmes franchised to overseas partners as are used by programmes at Derby. The principal requirement is for each programme committee to consider formally, on an annual basis, a series of issues relating to the quality and standards of the programme. The minutes of these discussions, together with a brief summarising report, form the main components of each School's monitoring and evaluation review. Particular reference is required to curriculum design and development; teaching, learning, and assessment; student admissions; student guidance and support; the resources for learning; quality assurance; and staff development. In addition, each programme committee is required to respond to student feedback and the reports of external examiners. Programme summary reports are used by Schools as evidence for a Quality Review which contributes to an annual Divisional Report. These reports are considered by School Boards of Study and the University's Academic Quality Committee.
42 For programmes delivered externally, there are additional requirements to report formally to the University 'on a number of matters which are directly related to the maintenance and improvement of quality and standards in circumstances where University staff are not the sole or main teachers of programmes'.
43 The body with the overall responsibility for quality and standards at INTER is the Academic Council which acts in relation to its responsibilities both to the University of Derby and to the Israel Council for Higher Education. Its membership includes: a distinguished Israeli Academic who chairs the Council; a representative from the directors of INTER; the directors of study; the Head of Academic Affairs (now Director of Academic Quality); representatives of the teaching staff; a nominated member of one of the employing municipalities served by the College; and academics from other institutions. It reports to the Academic Board at the University via the Academic Quality Committee.
44 From discussions with staff from the College, the audit team learnt that the Academic Council had met for the first time in January 1998 under the acting chairmanship of the Director of University Programmes in Israel and that its minutes were yet to be produced. The team found the introduction of the Council a commendable and innovative development with valuable potential as a quality assurance mechanism. However, as the programmes develop at the College, the University may wish to review the operation of the Academic Council as the principal body for overseeing academic standards within the College, to take steps to ensure that it meets regularly with its appointed independent chair, and that it is able to fulfil its functions effectively.
45 INTER College has established programme committees for each of the Derby programmes currently being delivered. Programme committees operate as sub-committees of the parent committee in Derby. They meet at least once in each trimester and have responsibility for 'the management, annual monitoring and ongoing review of the programme'. The meetings are conducted according to a standard University agenda for programme committees closely related to requirements for annual monitoring, and minutes of meetings are forwarded to the chair of the parent committee in Derby. Programme committees also report directly to the Academic Council at INTER. Initial meetings of programme committees have been chaired by Derby staff (School Project Managers) but now they are chaired by INTER College Programme Leaders. The Dean of the Israeli Franchise (now Director of University Programmes in Israel), the Dean of School, the School Project Manager and the School Quality Manager are all identified as ex-officio members of the programme committees. The terms of reference include a requirement to 'agree an annual monitoring report for the programme in line with University requirements and guidelines'. Under the terms of the Franchise operation documents these reports should make use of student feedback questionnaires giving evaluation of module content, tutors' performance and quality of services.
Student assessment and academic standards
46 The agreements between the University and the College state that all students on the franchised programmes will be subject to the University's regulations on assessment, appeals and academic offences. The consideration of students' performance is the responsibility of Assessment Boards constituted to include internal examiners from both the University and the College, and external examiners appointed by the University.
47 Coursework assignments and examination papers are set by staff at INTER and forwarded to Derby for approval. The College has responsibility for ensuring that the administration of examinations follows University regulations. Invigilation of examinations is carried out by independent invigilators recruited by the College. Module leaders attend the beginning of examinations to answer specific questions and clarify requirements. Student identity is checked at each examination. Students' anonymity is protected on all examination scripts.
48 Staff at INTER are required to mark using the Derby undergraduate and postgraduate credit accumulation and modular scheme grading scales and have received briefing on this. This required adoption of the University's marking system avoids a potential confusion between the University's grading scales, based on qualitative grade descriptors, and the percentage marking system commonly used in Israel.
49 Currently, for the MEd (CPD) programme, chief external examiners for the home programme have been asked to consider the work of students from INTER. It is intended that two external examiners will be appointed for the programme, one of whom will be an Israeli academic and the other an examiner for the parent programme who will be able to maintain an oversight of standards. The business programmes involve similar arrangements with an extension of duties for current examiners for each programme. One of the examiners is bi-lingual in English and Hebrew and is able to review all assessment materials in Hebrew. It was not clear to the audit team if this was a general practice across the Derby programmes. The team noted that to maintain this position, in the context of the increase in numbers, additional bi-lingual examiners would be needed.
50 Each programme has an assessment board which meets at INTER College at the end of each trimester. These boards are sub-boards of the home programme board and have full awarding powers. They report directly to the Academic Quality Committee which ratifies the results on behalf of Academic Board. Membership of assessment boards includes: the School Quality Manager (Chair); the School Project Manager; the Chair of Academic Council; Module Leaders from the College; the Director of Studies; programme leaders; and external examiners. Where members cannot attend for good reason they are required to provide written advice on assessment.
51 The timing of assessment arrangements at INTER, together with the pattern of recruitment (with three entry points per year) means that results from the franchised programmes are not considered at the same time as results from students on the home programme. The University's arrangement for assuring comparison of student outcomes on both Derby and INTER programmes is to include Derby programme leaders, module leaders and external examiners within the membership of assessment boards held at INTER. The audit team was unconvinced that this was a sufficient mechanism alone, given the scale and timing of assessments, for achieving the objective of comparing standards. The University may wish to consider the advisability of employing some more formal system of comparison and analysis of results, and of taking additional steps to familiarise College staff in the procedures for assessment operated at Derby. The team was, however, reassured from circumstances described by the University, that it was taking the conduct of its examination boards seriously and ensuring they were operated in a manner consistent with similar meetings in Derby.
52 In the case of the BA (Hons) Management Studies programme, operating on a trimester pattern, certain modules will need to be delivered in Israel before they have been taught at Derby. The audit team expects that the University will wish to give further careful consideration to the likely difficulties associated with this course of action and the complexity of its management. In the context of the team's concern about the pace of change in respect of the partnership, the University may find it advisable to review the ways of ensuring that the relevant module leaders in Israel will be adequately supported in the delivery of the new modules by staff from the Derbyshire Business School.
53 The audit team was informed that students are able to discuss with tutors
the grades awarded for assignments, and that mitigating circumstances may
be taken into consideration in appropriate cases. However, students were
clearly aware that appeals on the grounds of academic judgement were not
permitted under the University's academic regulations. The University's
appeals procedure applies to all students on the franchised programmes.
54 The procedures for the annual monitoring of programmes require consideration of student feedback. The College has adopted the University's procedure for module evaluation, whereby students complete evaluation forms at the end of each module, giving information on the content of the module, teaching delivery and general operational issues. Module evaluations are considered by programme committees and discussed with staff from Derby. Programme committees include two student representatives from each stage in the programme. In addition the College has recently established a student consultative committee.
55 In its discussions with students following the programmes in Education and Business, the audit team was informed that there was a general awareness of the procedures for feedback and representation. Students also commented on the general availability of staff, including senior staff, and expressed satisfaction with the ability to raise and discuss issues relating to their studies. Several examples were quoted where issues raised by students had resulted in actions taken by the College to improve conditions. They were also aware of the link between College procedures and those in place at the University and of their entitlement to appeal.
56 Support for students in study centres is provided through the operation of 'administrative cells'. These are teams of local managers who provide assistance with guidance and support, administrative procedures and learning resources. Evidence available from the audit team's visit to the Study Centre in Jerusalem suggests that these arrangements are well established, with clear lines of reporting to the main campus at Ramat Efal and on through to the University of Derby.
57 Students generally perceive themselves to be students of the University
of Derby studying in Israel. They have received letters of appointment
from the University, but not a Student Registration Card, and as a consequence
they are unsure about their right of access to the University's facilities
and services. Students have received copies of handbooks in Hebrew for
their programmes and were provided with an induction session at the beginning
of their studies which explained the requirements of the University of
Derby.
Staffing and staff development
58 The agreements between the University and the College indicate that the responsibility for the appointment of programme leaders is that of the College acting under the approval of the University. Selection of Israeli staff is the responsibility of the Director of Studies for the relevant programme. The procedures for employment currently followed were outlined to the team. To date almost all staff have been recruited through personal contacts and the College has not found it necessary to advertise posts. Applications accompanied by curriculum vitae are considered by the relevant Director of Studies in the first instance, who then interviews each applicant and records information on a standard form. Additional information, and confirmation of the applicant's status, are obtained through contact with referees. Following selection, the Director of Studies forwards the curriculum vitae, with a supporting letter, to the School Project Manager at the University, who seeks formal approval from the relevant Dean of School. To date all recommended appointments have been approved by the University.
59 INTER College staff who have a significant involvement with the University may also apply for recognition as Accredited Lecturers of the University. This status is awarded as 'formal recognition that an individual not employed by the University is adequately qualified and experienced to undertake lecturing and other teaching activity on behalf of the University as part of a named programme or other identified area of work'. The University has an established procedure for appointment which involves recommendation by the relevant Dean of School and conferment by the Pro Vice-Chancellor. Currently one member of staff at INTER College has been accepted by the University as an Accredited Lecturer.
60 Previously, the University has considered other arrangements for linking the staffing establishment at the College more closely with the University, including appointing the Director of Studies for Education as an employee of the University and nominating the Chair of the Academic Council as a Visiting Professor in Education of the University of Derby. The validation documents for both the MEd (CPD) programme and the Business programmes make reference to the intention that staff from the University will make regular contributions to the teaching on the programmes. In discussions with staff at both the University and the College, the audit team was informed that, with the exception of occasional contributions from staff visiting from the University, all lecturing and other teaching activity was conducted by staff recruited by the College. School Project Managers play a key role in supporting College staff in their responsibilities. The University has adopted a policy of ensuring that locally recruited staff are fully briefed about University procedures and regulations and maintain a close working relationship with colleagues in the relevant Schools to ensure consistency in the delivery of module content. The team appreciated the difficulties encountered by the University in attempting to implement its initial strategy regarding the deployment of existing University staff and recognised the value of the measures that have been put in place to resolve the situation. However, in the light of the current pace of development, the University may wish to consider whether a greater presence of Derby staff at INTER would be desirable. Alternatively the University may wish to consider the advisability of reviewing the scale and pace of the increase in its activity until it is confident in the effective operation of its present arrangements.
61 The University has recognised the need to invest time and resources in staff development activity to ensure that staff at the College are familiar with the University's systems and processes and are able to operate them to professional standards equivalent to those in the UK. The approach adopted by the University involves acceptance by the College of the University's ethos and approach to learning. Consequently, much of the staff development activity has focused on matters related to differences in practice between the University and the Israeli higher education system. Sessions have been organised on assessment practice (including moderation of marks); a learning outcomes approach to teaching and learning; course structure; syllabus contextualisation; course management; and assessment boards and committees. Primary responsibility for staff development rests with the School Project Managers working in conjunction with other appropriate staff. Staff development has also been provided for administrative and support staff, particularly relating to the application of the University's Academic Regulations. Programme leaders have a responsibility to ensure that all staff, including part-time tutors, are briefed on matters relating to the implementation of the Derby programmes. The audit team was informed that this took place both formally during meetings of programme teams and through regular informal contact with staff in study centres. In discussions with senior staff from the College, the team noted a good understanding of Derby regulations and the key concepts in the University's approach to learning. There was also a willingness to implement and develop these ideas within the teaching programme. The University may wish to consider ways in which this good practice can be fully extended to all staff associated with the programmes, particularly those on part-time contracts based in study centres away from the main campus at Efal.
62 Both programme and module leaders at INTER have an identified equivalent
colleague within the University of Derby, with whom they keep in regular
contact. School Project Managers play a role in assisting the flow of information
between opposite numbers in each institution and assist in providing induction
for newly appointed staff. The audit team would wish to commend this practice
and to encourage the University to look at other ways of strengthening
the relationship between staff at Derby and INTER.
Claims made for approval in Israel
63 Under the terms of the agreement signed with INTER College, the University
has accepted a requirement to operate in accordance with Israeli needs
and the `decisions, demands or requests' of the Council for Higher Education.
The audit team understood from the University that the School of Education
and Social Sciences had received approval from the Council for Higher Education
in Israel, in May 1996, for the delivery of the MEd (CPD). The Derbyshire
Business School had similarly received approval in June 1997 for the BA
(Hons) Management level 3 Top-up, the MBA, the BA (Hons) Management Studies
and the MA Human Resource Management. The approval from the Council for
Higher Education was noted at the validation event for the MEd (CPD) in
November 1996. In the light of recent changes to legislation in Israel,
the University will doubtless wish to establish clarification of the position
of its programmes delivered at INTER and its partnership arrangements.
Publicity and promotional materials
64 The memorandum of understanding states that 'the College will seek the University's approval for its general marketing policy and for key documents using the University's name. The University will respect the College's knowledge of local market conditions and will not interfere unduly in implementation of the agreed marketing policy'. The audit team was informed that the University attempts to check the College's marketing material by translating materials from Hebrew and has encountered some matters of accuracy in the past. The University may wish to consider the desirability of further strengthening its procedures for checking publicity material.
65 Details for the BA in Tourism and the MA in Tourism Management are included
in the current leaflet for applicants, produced in Hebrew by the College.
This leaflet also makes reference to a School of Tourism at INTER. In addition,
the College has advertised in the Israeli press the availability of courses
in Tourism. In discussion with staff from the Derbyshire Business School
the audit team was informed that the proposed programmes differed significantly
from the programmes at Derby, and consequently the Business School was
not looking to implement the franchise in the near future. The University
may wish to consider the desirability of reviewing the information provided
for potential applicants to ensure that the current situation regarding
tourism is made clear and that all published material includes a note to
the effect that programmes are advertised subject to approval by the University.
66 No certificates had been issued by the University at the time of the audit as no students had completed a programme of study. A draft certificate, provided for the audit team, identified that a programme of study had been completed in Israel in the languages of Hebrew and English. It did not identify where students completed their studies or their affiliation to INTER College. In considering revisions to the draft the University will wish to refer to the recommendations included in the HEQC Code of Practice for Overseas Collaborative Provision, regarding the wording of certificates.
67 The University's relationship with INTER College has developed rapidly over the past year. From its start in February 1997 there are now approximately 2,000 students registered on the five programmes currently being offered and these numbers will continue to expand significantly as further cohorts are recruited. As additional programmes and study support centres are included there is likely to be further acceleration to this rate of expansion. In order to manage this increasingly large scale and complex operation the University has put in place a managerial and administrative infrastructure which firmly establishes a locus of responsibility within the senior management structure of the University, and which begins to bring together the individual responsibilities of the University Schools which are involved in the partnership. The University sees this operation as a major adjunct to its core business and has taken steps to ensure that the project is properly grounded both within the University and in its partner College.
68 The approach taken by the University has been one of ensuring that, as a franchise relationship, all aspects of the University's Academic Regulations are fully implemented within the partner College. In effect, the University is moving towards a position where the partnership is fully integrated into the structures and mechanisms of the University. This approach is understood by staff at INTER College and the University has generated a strong presence within the project in Israel, with staff clearly seeing themselves, and the students, as part of the University. Despite initial difficulties, the University's procedures are being implemented and all those involved appear to have a clear understanding of the requirements. The University, whilst recognising a number of significant differences in organisation and procedure between the higher education systems in the UK and Israel, has nevertheless insisted that, in order to assure comparability with programmes delivered at Derby, INTER College should adhere closely to Derby regulations and practice. The University has assured compliance with this requirement by providing a large number of staff training and development activities at INTER College. The University is managing the project consistently, and demonstrating in the management of the project good practice in providing a clear and specific regulatory framework for the operation of the partnership. At the moment, the uncompromising approach to the implementation of its procedures provides the University with the capacity to assure itself that it has control of the academic standards and the student experience in Israel and to establish comparability between the University and the College.
69 The procedures for approving programmes to operate within the INTER College network have conformed to those normally required by the University for its home based provision. However, the very rapid pace of development has resulted in many of the validation events taking place unduly close to the commencement of programmes. In addition, the use of multiple entry points during the year and the spread of study support centres, have created a significant potential for continued expansion. Although the University has established some robust changes to manage and control the project, a more measured and prudent pace of development might be advisable to establish greater security of quality.
70 Many of the University's arrangements are very recent and further measures will have to be put in place to accommodate requirements as they develop. At this early stage, the University has naturally been unable to gather much evidence of the longer-term effectiveness of its procedures for assuring the quality of provision at the College. The University may wish to consider whether current arrangements, as detailed in the agreements and memorandum of understanding, will be sufficiently robust to assure a degree of stability in the development of its procedures in the context of a rapidly developing partner institution. The growth in student numbers may require the University to make further alterations to its arrangements for managing what may, in effect, become a very significant proportion of the University's total operation in the future.
Annex
Commentary on the audit report supplied by the
University of Derby
QAA Overseas partnership report - Israel
i Since the audit which took place in Spring 1998 there has been a process of continuing development of the project, within a plan for the phased introduction of new programmes. In June 1998 the BA (Hons) Tourism began in Israel. The projected start of the MA IN Tourism Management and the MSc in Manufacturing Management was delayed, partly as a result of a concern to manage the pace of growth of the project, partly in order to prepare properly student support in the professional environment which both of these programmes require.
ii Over this period the approvals process itself for the introduction of new programmes has been further refined, so that the individual, programme-based collaborative arrangements documents have been re-edited into a single procedural document, generic to the programme as a whole and intended to cover the essential academic and administrative features of all programmes participating in the project. Individual programmes to be introduced will adopt this generic, project documentation, but will provide in addition supplementary documentation focused upon the staff development aspects of joining the project and in particular upon the preparedness of programme and module leaders both in Derby and in Israel to launch and to maintain the new programmes of study. The University believes that this revision of its procedures makes for a more uniform application of policy and procedures across the project, while maintaining the rigour of the approval process.
iii Arrangements for the management and control of the project have been strengthened both in Derby and Israel. From 1 August 1998 the Director of University Programmes in Israel works for the project on a full-time basis, and it is planned that he should spend approximately two weeks of every month in Israel. The University has now established at Derby the Israel Office, which was foreshadowed in the audit report. This key support service is led by the Deputy Academic Registrar (Students) who is supported by an Administrative Manager and a team of administrative and clerical colleagues. Such an arrangement gives a clear focus to the management and conduct of administrative procedures within the project and provides an essential underpinning to the academic processes involved in the delivery of the University's programmes in Israel. In confirming the full-time role of the Director of University Programmes in Israel, the Vice-Chancellor has strengthened his leadership and co-ordinating functions vis-B-vis the Schools and at the same time has identified the Deputy Academic Registrar (Students) as the business manager for the project with day-to-day control of the administrative and financial arrangements. The Israeli Directors of Studies have been confirmed as ex-officio members of the respective School Boards of Studies in the University. By these means the University is responding to the planned growth of the project and the need for a clear central steer, effective management and administrative control. The essential structures and procedures for management of the development of the project are therefore in place.
iv At the time of the audit the University explained that it was negotiating a new partnership arrangement with INTER College. These negotiations have now reached an advanced stage of preparation and draft documentation is being considered which will strengthen the legal and financial relationship between the two organisations. This new relationship, when formally confirmed, will permit a progressive devolution of operational responsibilities to INTER College, while safeguarding the University's essential academic, managerial and financial interests.
v Students in the extension have been issued ID cards which confirm their affiliation to the Students' Union of Israel and thereby their status as higher education students. Their status as registered students of the University is being made clear to them on enrolment, and their rights and responsibilities in that capacity are being reaffirmed by both oral and written means.
vi The University, as indicated in its audit submission document, has operated from the outset within the HEQC Code of Practice for Overseas Collaborative Provision and within the licence granted by the Higher Education Council for Israel to operate an extension in Israel. The University is committed to operating conscientiously within the framework of the new 1998 Higher Education Law passed by the Knesset, and will seek full permission for the planned development of its extension in Israel. In that context the University intends also to meet the new requirement for teaching input by Derby staff within its extension in Israel.
vii Finally, as evidenced by its investment of human and material resources, and of the sharing within its Israeli partners of the intellectual capital invested in its programmes, the University is committed to the extension of access to higher education in Israel. The University is pleased that this aspect of the University's and INTER College's mission statements is acknowledged in the audit report.
In April 1998 three new study support centres were opened in northern Galilee, two of them in Druze Arab communities. Although the number of students registered on Derby programmes in these outlying villages is small, this development underlines the intention of the University and its partners to make available opportunities for higher learning hitherto denied the people in this region. The villages are linked to the larger Study Support Centre in Haifa which helps to provide academic and administrative reinforcement to the small learning and administrative support team in each of these smaller, new centres.
The University wishes to continue to develop its successful introduction of this kind of provision: it is complementary to that of the Israeli universities, addressing different segments of the population by the introduction of programmes of study highly relevant to the world of work and to the needs of those who have hitherto believed that higher education would never become available to them.
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